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Home   Membership   Chapters   Education   Resource Center   Certification Oct. 26, 2010
Recognition not only boosts employees, but can also give a lift to the bottom line
The Washington Post    Share   Share on FacebookTwitterShare on LinkedinE-mail article
Suppose someone asked you the following questions: Do managers in your company do a good job of recognizing employee contributions? Have the employees in your firm recently received praise or recognition for their work? What would you say? Let's hope you answered positively. But for a majority, getting a pat on the back may be a rare thing. More

Are collaborative technologies on your HR department's agenda?
Forbes    Share    Share on FacebookTwitterShare on LinkedinE-mail article
IBM recently released its 2010 Global Chief Human Resource Officer study providing insight into what HR departments in companies worldwide see as near future challenges. The aptly named "Working beyond Borders" study surveyed 707 executives in 61 different countries, almost evenly split between executives in mature and growth markets. In it CHROs say that they are relatively effective in managing labor costs, evaluating workforce performance, enhancing workforce productivity, sourcing and recruiting, and retaining talent. However, three key shortfalls emerged: cultivating creative leaders, mobilizing for speed and flexibility, and capitalizing on collective intelligence. These key shortfalls stand out because CHROs found that they were relatively significant in terms of future importance, but less effective in executing on them. More

Social media at work: How networking tools propel organizational performance
ISPI    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Learn more about the startling growth of social media and social networking in our personal and business lives. We'll begin the session with some level-setting on what social media is and then discuss the areas in which social media has the potential improve organizational performance. Come take a look into Web 2.0/social media tools that can help leaders with their organizations and to improve the learning experience and impact of employees. This session is about how trailblazing organizations can use social networking tools effectively to improve organization performance. More

Southcoast Health System gets Lean
The New England Business Bulletin    Share    Share on FacebookTwitterShare on LinkedinE-mail article
A New England are health care system is proving Lean Six Sigma tools are not just for manufacturing companies after realizing substantial cost savings in a nearly two-year implementation process. Southcoast Health System, a three hospital system with 6,000 employees, began implementing Lean Six Sigma at the start of 2009, and so far, has realized about $20 million in cost benefits, according to Patrick Gannon, vice president, chief quality officer for Southcoast Hospitals Group. "It's clearly a tremendous benefit," said Gannon. "Well over our investment cost." Derived from Japanese manufacturing techniques, specifically Toyota Production System, Lean methods have frequently been used in manufacturing, but are just beginning to make their way into health care organizations. More

The enterprise value of social software
Bloomberg    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In this article, John Hagel III and John Seely Brown discussed social software, one of the building blocks of the digital infrastructure that is driving the changes described by what they call the Big Shift. Social software is a key enabler of the move from push to pull. If executives are wary of cloud computing, they are flat-out skeptical of social software. When most non-IT executives hear "social software," they stop listening at "social" and imagine internet-aided water cooler chatter. They fear the loss of worker productivity — digital technology provides a seemingly endless array of distractions in the workplace. Executives cannot help but lose sleep over the potential loss of confidentiality and expanded opportunity for airing personal grievances. These risks remain whether or not you employ social software within your enterprise. Ignoring social software can be a mistake. Applied against specific operating problems, social software can enable companies to respond efficiently to changing demands. More

Change secrets from a Baldrige winner
Six Sigma & Process Excellence    Share    Share on FacebookTwitterShare on LinkedinE-mail article
In 1990, U.S. telecommunications giant AT&T launched an all-in-one credit and long distance telephone calling card, the Universal Card Services (UCS), as a way to build new revenue streams and expand its relationship with customers. Within two years, AT&T had what it considered a winner on its hands: the card had overtaken competitors to become the second most popular credit card in the U.S. The Baldrige program, a U.S. based institute dedicated to "process excellence," presented AT&T with its annual award in 1992. More

Time, or lack thereof, impacts stress levels
Reliable Plant Magazine    Share    Share on FacebookTwitterShare on LinkedinE-mail article
For most Americans, vacation is just a memory. The kids are back in school. The 9-to-5 routine is in full swing. There is less free time. And for many, that equals more stress. Time — and the perception of time — and stress are definitely correlated, according to Dr. Tejinder Billing, as assistant professor of management in the Rohrer College of Business at Rowan University, Glassboro, N.J. And stress not only impacts individuals, it also affects families and employers. "Work overload," she said, "leads to excessive demands on an individual's time and creates uncertainties about his or her ability to perform work effectively." More

The art of communicating feedback to employees
Chicago Now Blogger    Share    Share on FacebookTwitterShare on LinkedinE-mail article
One of the most valuable items a leader can give to employees is feedback. Providing open and honest evaluations of employee performance may have a positive effect on workplace productivity. This blog entry will address the art of effectively communicating and delivering feedback to employees. More

High-performance workplace
Postmedia News via Ottawa Citizen    Share    Share on FacebookTwitterShare on LinkedinE-mail article
You might say the employees at the Canada Revenue Agency's Information Technology Branch (ITB) are happy campers. Ten years after the launch of the agency's IT workforce retention and engagement strategy, ITB has managed to reduce staff turnover by 40 percent to a remarkably low rate of 1.1 percent. That rate has been achieved despite the tendency of IT staff to move on more quickly than others, the entry into the workplace of a groundswell of Generation Ys who lack the staying power of the baby boomers, and the fact that budgets are stagnant if not shrinking. "Overall we all have to do more with less," says Phred Hughes, director general, Individual Returns & Benefits Directorate for CRA. More

Inventing the future of management
Ross School of Business    Share    Share on FacebookTwitterShare on LinkedinE-mail article
Renowned author and management guru Gary Hamel, PhD, delivered a crash course on "Inventing the Future of Management" during the Ross School's annual Reunion Lecture in October. He urged Ross alumni, students, and faculty to embrace new ways of thinking about innovation and strategy to keep pace with accelerating change and solve society's problems. Hamel, recently ranked the world's most influential business leader by The Wall Street Journal, shared observations popularized in his landmark bestsellers Leading the Revolution, Competing for the Future, and The Future of Management. He explained why management is such a critical invention in modern society — perhaps even more important than computers, automobiles, or the Internet. More
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Disclaimer: The articles that appear in Performance Digest are chosen from a variety of sources to reflect media coverage regarding human and organizational performance improvement. An article's inclusion in Performance Digest does not imply that the International Society for Performance Improvement (ISPI) endorses, supports, or verifies its contents or expressed opinions. Factual errors are the responsibility of the listed publication.
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